Shanta Foundation Inc
Programs
Village Partnership Model Development
Village Development Zambia-Shanta Village Partners is structured to reinforce long-term sustainability by funding and training grassroots, locally-based organizations (such as Muditar in Myanmar and Peoples Action Forum in Zambia) rather than directly implementing the Village Partnership Model (VPM) ourselves. This is the preferable approach for several reasons. By investing know-how and resources in local development practitioners, we build local capacity to drive development, ensuring that the necessary skills are rooted in the local communities and not dependent on expatriates. Moreover, it means that our organizational structure reflects the very principles we are trying to share in local communities. Rather than doing for, we equip others to do for themselves. This happens when Shanta trains its local partner, and then it happens again when our local partners go into villages to provide training, facilitation, and encouragement. Finally, this approach empowers the local organization (a separate legal entity from Shanta) to contextualize and execute the VPM. This enhances sustainability because it allows local people, who understand the culture, to adapt the model to fit a given community, tribe, or people group. Zambia is our newest operational area and has four active village partnerships. We are currently implementing our Village Partnership Model (VPM) similarly to our approach in Myanmar. The key difference is that we are intentionally tailoring it to fit the village context in southern Zambia. For example, child marriage is a significant problem in Zambia and contributes to a host of other social ills like extreme poverty, gender-based violence, high drop-out rates, etc. As such, and at the behest of our village partners, this issue has been centered in the Zambian adaptation of our VPM. Similar to Myanmar, in Zambia, Shanta Foundation is pioneering a holistic, community-led, sustainable development model that equips local people to solve local problems permanently; this approach fosters independency rather than dependency. When Shanta partners with a village (usually for six years), we begin by facilitating a process whereby the entire village elects a Village Development Team (VDT) that will design and oversee the implementation of their villages development path. Our approach is not prescriptive. Instead, we believe that the villagers themselves know their context, complete with its opportunities, resources, and challenges, better than we ever will. As such, we facilitate a process whereby the villagers set their development priorities, actually choosing what projects will or wont be pursued. The VDT leads this work and begins by establishing a community bank. The community bank offers low-interest loans to villagers, and they usually borrow to buy agricultural inputs. This accomplishes two things: first, each familys farming efforts are more profitable because their cost of capital is generally cut in half; second, with each successive loan cycle, interest accumulates in the community bank, eventually growing to the point that villagers can withdraw money the funds needed to implement a new project or maintain an existing project. This goes well beyond conventional notions of sustainability because it creates a perpetually growing pool of capital that can be used for development projects. Meanwhile, it spurs increased entrepreneurial activity by radically reducing the cost of capital for micro enterprises and smallhold farmers. Once these core projects are established, we offer villagers a menu of additional projects (alternate agriculture, womens empowerment, clean water, school improvement, teacher housing, healthcare, etc.). Still, villagers can also choose projects that are not on this list. It is their village, so the choices are 100% theirs to make. These are a few of our accomplishments in Zambia in FY 2025: A six-year partnership was established with one new village, with four active partnership villages operating in FY25. The four project types fall under five main programs: Leadership, Womens Empowerment, Education and Health, Income Generation, and Infrastructure programs. A total of 240 households and 1,014 people were direct beneficiaries of FY25 annual projects and programs.GeographiesNot indicatedDatesJul 1, 2024 – Jun 30, 2025Source990No causes providedNo populations provided–$349.9KCommunity-Led Sustainable Development
Shanta Village Partners is pioneering a holistic, community-led, sustainable development model (Village Partnership Model VPM) that equips local people to solve local problems permanently; this approach fosters independency rather than dependency. Moreover, by placing local villagers in control of the partnership, the vestiges of colonialism (so ubiquitous in how international development is commonly implemented) are erased, and the voices, choices, and sovereignty of local people are centered in the project design. When Shanta partners with a village (typically for six years), we begin by facilitating a process whereby the entire village elects a Village Development Team that will design and oversee the implementation of their villages development path. Our approach is not prescriptive. Rather, we believe that the villagers themselves know their context, complete with its opportunities, resources, and challenges, better than we ever will. As such, we facilitate a process whereby the villagers set their development priorities, actually choosing what projects will or wont be pursued. The VDT leads this work and begins by establishing a community bank. The community bank offers low-interest loans to villagers, and they usually borrow to buy agricultural inputs. This accomplishes two things: first, each familys farming efforts are more profitable because their cost of capital is generally cut in half; second, with each successive loan cycle, interest accumulates in the community bank, eventually growing to the point that the VDT can withdraw the funds needed to implement a new project or maintain an existing project. This goes well beyond conventional notions of sustainability because it creates a perpetually growing pool of capital that can be used for development projects. Meanwhile, it spurs increased enterpreneurial activity by radically reducing the cost of capital for micro-enterprises and and smallhold farmers. Once these core projects are established, we offer villagers a menu of additional projects (alternate agriculture, womens empowerment, clean water, school improvement, teacher housing, healthcare, etc.). Still, villagers can also choose projects that are not on this list. It is their village, so the development path is 100% theirs to design. During Fiscal Year 25 (July 2024 to June 2025), Shanta Village Partners made a significant impact by collaborating with 19 villages15 in Myanmar and 4 in Zambia. Notably, four villages in Myanmar successfully graduated from a six-year partnership at the end of December 2024, marking a milestone in sustainable development. A total of 1,685 households and 7,594 individuals directly benefited from 20 different project types and a total of 179 village development projects, transforming lives and fostering resilient communities. Shanta Village Partners is structured to reinforce long-term sustainability by funding and training grassroots, locally-based organizations (such as Muditar in Myanmar and Peoples Action Forum in Zambia) rather than directly implementing the Village Partnership Model (VPM) ourselves. This is the preferable approach for several reasons. By investing know-how and resources in local development practitioners, we build local capacity to drive development, ensuring that the necessary skills are rooted in the local communities and not dependent on expatriates. Moreover, it means that our organizational structure reflects the very principles we are trying to share in local communities. Rather than doing for, we equip others to do for themselves. This happens when Shanta trains its local partner, and then it happens again when our local partners go into villages to provide training, facilitation, and encouragement. Finally, this approach empowers the local organization (a separate legal entity from Shanta) to contextualize and execute the VPM. This enhances sustainability because it allows local people, who understand the culture, to adapt the model to fit a given community, tribe, or people group. These are a few of our accomplishments in Myanmar in FY25: In 2025, Shanta began two new village partnerships, and 105 projects from 19 different project types were implemented across 19 villages in Southern Shan State, Myanmar. The 19 project types fall under five main programs: Leadership, Womens Empowerment, Education and Health, Income Generation, and Infrastructure programs. Approximately 1,452 households and 6579 people were beneficiaries of FY25 annual projects and programs. In both regions, there are approximately 247 Village Development Team members (86 women and 161men). All of these VDT members volunteer their time, energy, and commitment to various projects. o In FY25, the Village Development Team (VDT) has been able to lead and manage the village through approaches such as inclusive participation in village development planning, ensuring benefits for all, promoting transparency, fostering equality, assigning roles to and empowering women, and regularly providing transparency meetings. They have also built collaboration between the village headman and the VDT by inviting them to meetings and including them as members of the committee. When implementing village development activities collaboratively, the required community contributions are collected on a household basis. The committees apply a tiered system based on each households income, which reflects their practical application of Shantas guiding principles of inclusion and equitability. o Enhanced project proposal writing skills led to significant achievements: six leadership groups in Pinlaung township submitted three proposals, demonstrating increased capacity and initiative. Meanwhile, five leadership groups in Taunggyi township submitted one proposal, reflecting continued engagement. Notably, one proposal secured 30 million kyats (approximately 6,928 USD) from the Department of Rural Development in Myanmar, providing vital funding for the village fund and demonstrating the impact of strengthened proposal-writing capabilities. The Community Bank (revolving fund) was set up in two new partner villages, and for the second time, additional fund support (top-up) was provided to seven existing partner villages. A total of 19 villages now have a community bank, with total funds exceeding $57,752. The growth of the fund varies by village due to payment patterns, interest rates, extensions of the fund, and the use of interest for village development Interest rates range from a minimum of 5% to a maximum of 40%, totaling $2,875, which has been used for activities such as digging deep wells (water projects), purchasing books for libraries, paving concrete and sand roads within the villages, maintaining schools, purchasing school furniture, and maintaining teacher houses. Four hundred twenty-eight households (31%) took out loans, including 166 low-income families (19%). All borrowers repaid their loans in full by the end of the loan period. Under the Womens Empowerment Program, (1) Self-Help Group (SHG) project, (2) Womens Group Discussion about Child Nutrition & Immunization, Reproductive Health Knowledge sharing, and Healthy Life Style, and (3) Womens Group Business projects were accomplished, which benefited women in 19 villages. o The Women Self-Help Group (SHG) Project helps rural women improve their financial management skills and increase their participation in leadership roles. Through monthly Through monthly meetings, SHG members build trust, openly discuss community needs, and create a space for learning and mutual support. Sixteen womens self-help saving groups have $22,235 in their savings fund. o Shanta provided technical assistance for small business management. They coached several SHGs in developing business plans and supported each group with $1,000. There are seven self-help groups in both townships, and 107 women participate in small businesses. o There are seven group businesses: four involved in grocery trading, selling diesel, petrol, rice, and kitchenware; mobile phone top-up cards; two in corn trading; and one in fertilizer production. They keep proper records and have generated over $2,188 in profit. The Womens Small Business Initiative has strengthened womens financial and business skills across villages, improving group cohesion, financial management, and business practices that boost income and sustainability.GeographiesNot indicatedDatesJul 1, 2024 – Jun 30, 2025Source990No causes providedNo populations provided–$337.9KHealth and Economic Development Projects
o Womens group discussions led by the Village Health Educator (VHE) took place in 17 villages with 52 VHEs, involving 1,517 women in knowledge sharing and peer learning. The VHE strengthened its role as a key player in the village health sector by fostering collaboration with the health department through forming village health committees and promoting health awareness among women. All villages involved in the VHE project maintain strong relationships with rural health midwives, collaborating on community mobilization, transportation support, data collection, and maternal health needs. For income generation and economic development, the Soybean project with 72 farmers covering 76.5 acres, the ginger project with 13 farmers on 5 acres, and the Building Resilience Livelihood project with 277 farmers covering 277 acres, were completed in several villages, benefiting a total of 362 farmers. For the Education Program, (1) The Scholarship Fund project, (2) English Summer Class, (3) Library, and (4) Preschool projects were accomplished, which benefited women in 19 villages and benefited 344 students overall. Under the Infrastructure Program, seven projects have been completed: three road renovations, one bridge construction, one school building construction, and two deep well water initiatives. The Infrastructure Committees are composed of 64 men and 14 women, totaling 78 members. With guidance from the VDT and Infrastructure Committees, several key projects have been successfully completed, improving safety, accessibility, and economic prospects for villagers. These efforts demonstrate strong community involvement, efficient resource management, and notable cost savings through collective effort. Overall, these infrastructure developments have benefited 229 villagers, 42 students, and three teachers. The Community-Based Disaster Risk-Reduction Management Project was launched in 7 villages with 46 committee members and benefited 2,441 people. This year, the community acknowledged the importance of disaster preparedness, driven by firsthand experiences with conflicts, floods, wildfires, strong winds, and earthquakes. Community members actively collaborated and showed strong dedication to community risk reduction and prevention activities. The Earthquake Relief Project (established after the March 2025 earthquake) raised significant funding for reconstruction. Twenty-eight homes in Myauk Hti Bwar North and South villages have been rebuilt; 20 traditional bamboo houses in Inle Lake Village have been reconstructed; and two staff houses were also repaired. This initiative exemplifies our commitment to rebuilding disaster-affected communities and restoring hope and resilience.GeographiesNot indicatedDatesJul 1, 2024 – Jun 30, 2025Source990No causes providedNo populations provided––
Copyright 2026. All rights reserved to Chario Inc. (d.b.a. Impala)